Concise Analysis of Total Quality Management Research Paper

Pages: 4 (1328 words)  ·  Bibliography Sources: 4  ·  Level: Master's  ·  Topic: Management


[. . .] The customer survey was conducted with two objectives in mind: to evaluate the impact of the customer loyalty program and to ascertain how satisfied customers were content with the organisation's offerings, especially in terms of quality, price, delivery processes, and staff support. The second objective was informed by the need to be more customer-focused. Indeed, customer-centeredness is one of the major principles of TQM (Mukherjee, 2006). It is all about putting the customer first in everything the organisation does -- from strategic planning to human resource management, production processes, supply chain operations, and marketing. From the survey, it was evident that the organisation was performing poorly in terms of customer-focus. Customers reported considerable displeasure with product quality, packaging, promotional techniques, waiting times, and staff support.

In the spirit of fact-based decision making, a further examination of production and supply chain processes was conducted. The examination revealed a number of shortcomings: supplier inefficiencies (substandard materials and delays in delivering materials), supply chain inefficiencies (unnecessary delays in delivering products to distributors and retailers), little or no knowledge of TQM principles on the part of production personnel, and inadequate training of customer support staff on customer service principles.

A number of measures were undertaken to address these shortcomings. First, the organisation adopted a new approach to product and supply chain management. New agreements were made with all suppliers and supply chain partners. Under the new agreement, suppliers and supply chain partners would be compensated on the basis of performance or results. This was meant to ensure product quality at every stage of the production processes -- from material acquisition to production and distribution. At the same time, the organisation rolled out a wide-ranging training program for production, marketing, and customer support personnel. Production personnel were taken through TQM training, while training for marketing personnel focused on familiarising the employees with modern and more customer-centric marketing techniques. As for customer support staff, emphasis was placed on addressing customer complaints and concerns in a more effective manner. On the whole, employee training was done in the spirit of employee empowerment, which is another important TQM principle (Ross & Perry, 1999). The tremendous increase in customer satisfaction and retention in the last two years is a sure indication of improved product quality, packaging, delivery times, and customer engagement.

It is important to note that the above TQM initiatives were not undertaken as one-time processes -- they are processes undertaken on an ongoing basis. In fact, an essential element of TQM is continuous improvement (Jain, 2001). This means that quality improvement becomes part of the organisation's culture. Presently, quality data is collected quarterly, major decisions are informed by that data, employee training is conducted annually, and supplier relationships are reviewed semi-annually. A climate of continuous improvement ensures that the organisation constantly builds on successes, and that failures are identified and rectified early enough. One area that did not go well in the first year was leadership (management) commitment. It was quite difficult to persuade the management to mobilise and provide resources for the above TQM initiatives. This was in large part due to poor communication between managers. In the second year, this problem was rectified by embracing a more collaborative approach in decision making and creating more channels for communication and brainstorming.


Overall, TQM principles have important implications with respect to enhancing an organisation's competitive advantage in the marketplace. This is particularly true for JJMS. As a result of TQM initiatives in the last few years, the organisation has benefited immensely: reduced costs, greater employee empowerment, increased customer satisfaction, and improved financial performance. By maintaining a culture of TQM, the organisation would effectively sustain its competitive advantage in an increasingly dynamic and complex world.


Jain, J. (2001). Quality control and total quality management. New York: McGraw-Hill.

Kaynak, E., & Rogers, R. (2013). Implementation of total quality management. 3rd ed. New York: Routledge.

Mukherjee, P. (2006). Total quality management. New Delhi: Prentice Hall.

Ross, J., & Perry, S.… [END OF PREVIEW]

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Concise Analysis of Total Quality Management.  (2017, February 4).  Retrieved December 17, 2018, from

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